Managing alliance configuration and dyadic learning performance in coopetition Online publication date: Fri, 27-Sep-2019
by Rangga Almahendra; Ria Aulia
International Journal of Business and Globalisation (IJBG), Vol. 23, No. 2, 2019
Abstract: Firms decide to form global alliances to seek new knowledge and innovation from different sources, even from their competitors. However, the mechanism for managing both cooperation and competition in these knowledge-seeking alliances are much less understood. This research is intended to disentangle the learning race phenomenon in an alliance of two competing companies. We raise questions on how firms could reconcile the dilemma between cooperation and competition and what is the best configuration for an alliance portfolio that contributes to a dyadic learning performance in coopetition. We tested the hypothesis with 680 samples from 136 firms in the biotech industry from 1998-2002. The results supported all the hypotheses as follows: strong ties have an inverted U-shaped effect on specific learning capability gap (SLCG) and the technological diversity has a role in reversing the relationship between the strong ties and SLCG which previously was seen as an inverted U-shape, but became U-shaped.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Business and Globalisation (IJBG):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook